Skillful leadership and informed employment practices can establish a climate to nurture such commitment.

Wanda Lee, international Journal of Coaching in Organizations, 2004 3Practices that Build Culture

Selecting the right people

Orienting them to your organization strategy and culture

Developing business literacy that integrates the ethics perspective

Organizational communication

Situational leadership

Performance management

Training and development

Reward systems

4Right v. Right

It is right to honor a woman's right to make decisions affecting her body--and right to protect the lives of the unborn.

It is right to provide our children with the finest public schools available--and right to prevent the constant upward ratcheting of state and local taxes.

It is right to extend equal social services to everyone regardless of race or ethnic origin--and right to pay special attention to those whose cultural backgrounds may have deprived them of past opportunities.

How Good People Make Tough Choices Resolving the Dilemmas of Ethical Living by Rushworth M. Kidder 5Right v. Right

Truth v. Loyalty

Individual v. Community

Short-term v. Long-term

Justice v. Mercy

How Good People Make Tough Choices Resolving the Dilemmas of Ethical Living by Rushworth M. Kidder 6Principles for Decision Making

Ends-based Thinking

Greatest good for greatest number

Rule-based Thinking

Everyone should act this way

Care-based Thinking

Do unto others as you would like them to do unto you

7Case 1

At a university hospital, the head chaplain was searching for an assistant chaplain. The assistant would share the patient visitation responsibilities and teach in the Pastoral Care Certificate Program. The search committee found that by far the best candidate in the pool was Smith. Smith was bright, empathetic, and a fine teacher. He had an abundance of all the qualities needed. Unfortunately, Smiths girth also exhibited abundance. He was very fat and did wheeze when walking any distance. For this reason, the head chaplain refused to further consider him.

8Case 1 Follow-up

About three years ago, the chaplain lost about 40 pounds, which he has kept off through diet and exercise and he is very proud of this accomplishment. He admits that he used to feel uncomfortable when visiting patients who were cachectic due to their disease.

9Case 2

At a well known university, the administration was putting forward some new rules -- rules which seemed as though they might have a negative effect on some graduate students. A graduate student, Matilda, wrote a letter to the editor of the local newspaper decrying the new rules. The day after the letter appeared, Matildas husband, who worked in the office of one of the administrators, was called on the carpet and told that the letter was offensive and that Matilda had shown poor judgment in writing it.

10Case 2 Follow-up

Matilda and her husband filed a grievance claiming that the administrator was trying to intimidate Matilda and her husband. At the same time, they claimed, the administrator had created a hostile workplace. In her defense, the administrator said, "I was not part of the group that put forward the rules in question. In fact, my office has nothing to do with it at all. So, I was not being personally defensive. I just wanted to point out that it was never a good thing to go public with anything but good news about the university."

11Case 3

Tension in the office is a good thing. So is competition. That is my office management philosophy. In my office, I try to set one person against the other. I do this, not because I am a malicious person, but rather because I think competition insures productivity. This means that I try to keep my people at a personal distance from each other because I dont want them to like each other, since this interferes with creating tension.

12Case 3 Follow-up

This office manager gets high evaluations because he is so good at implementing his philosophy that no one person realized what has been going on. Each thinks "I am the only true favorite of the boss." But when Smith, Jones, and Robinson finally decide to speak to each other, they realize what has been going on. They complain to their boss' boss. She says "But look at your office's productivity and look at your individual merit raises they are much higher than average compared to all other units."

13Case 4

Jones is a brilliant and very hard worker but a bit on the testy side. He does not suffer fools gladly. At raise time, he finds his raise below that of others. He complains and is told that he is just not a good team player people find that he makes the workplace unpleasant.

14Case 4 Follow-up

Jones challenges his lower than average merit raise claiming that "being a team player" is not mentioned anywhere in his job description or in the goals, objectives, or mission statement of the office.

15Guidelines for Managing Ethics in the Workplace

Recognize that managing ethics is a process.

The bottom line of an ethics program is accomplishing preferred behaviors in the workplace.

The best way to handle ethical dilemmas is to avoid their occurrence in the first place.

16Guidelines for Managing Ethics in the Workplace

Make ethics decisions in groups, and make decisions public, as appropriate.

Integrate ethics management with other management practices.

Use cross-functional teams when developing and implementing the ethics management program.

17Guidelines for Managing Ethics in the Workplace

Value forgiveness.

Note that trying to operate ethically and making a few mistakes is better than not trying at all.

The dogmas of the quiet past will not work in the turbulent future. As our cause is new, so must we think and act anew.-- Abraham Lincoln 1860

I dont skate to where the puck is, I skate to where the puck is going to be. Wayne Gretsky 1988

Why dont they change the speed limits? -- Sybren Gijselaers 2002

19For more information contact

Kathleen Evans-Romaine (ethics_at_ohio.edu)

ohio.edu/ethics

office 740 593 9802

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